Research on Human Resource Strategy under the Background of Self-media Convergence

With the rapid development of self-media and the deepening integration of traditional and digital communication platforms, enterprises are facing new challenges and opportunities in human resource (HR) management. This paper explores strategic responses to the evolving media environment by proposing an adaptive HR strategy framework that includes three essential components: cultivating core organizational values, strengthening psychological support for employees, and enhancing loyalty management through media tools.

In the context of media convergence, organizational members increasingly engage with diversified information channels and form individualized value judgments, which may lead to fragmented interests and diminished coherence within teams. To address this, organizations need to reinforce value alignment by promoting transparent performance evaluation systems, encouraging peer communication within departments, and establishing official digital feedback channels. Psychological well-being is also critical; the paper suggests implementing mobile-based assessments, targeted counseling for high-risk individuals, and delivering positive organizational messaging across platforms. Furthermore, the strategy emphasizes loyalty management by distinguishing between emotional and cognitive commitment. Digital communication tools can foster a sense of belonging and provide platforms for employees to contribute feedback, enhancing mutual trust and participation in decision-making processes.

By aligning human resource practices with the mechanisms of media interaction and digital engagement, enterprises can improve management efficiency, foster employee development, and build resilient, adaptive organizations. The integration of modern media into HR systems is not only a technological adjustment but also a strategic transformation that reshapes internal communication, motivation, and cohesion in the workplace.